Building franchises that last
Franchising is a major pillar of the Australian economy, generating $174 billion in revenue and supporting 600,000 jobs. Ali Olmez, CEO of Jim’s Cleaning Group, Australia’s largest cleaning franchise, says the industry’s real challenge isn’t winning franchisees. It’s about keeping them.
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When people think about franchise growth, they imagine a constant pipeline of eager new recruits. Success isn’t just about winning franchisees; it’s about helping them succeed.
Franchisees leave for many reasons: they feel isolated, lack the support or training to succeed, struggle financially, or simply become overwhelmed. Some see franchising as a stepping stone, and we support that. But many leave preventably, when better support might have changed the outcome. That’s where franchisors miss the opportunity.
At Jim’s Cleaning Group, our competitive advantage isn’t complex. We make sure franchisees never feel alone.
That means something different for every owner. Some need accessible support; our team is available by phone, email or message whenever a problem surfaces.
An example? When a franchisee was receiving repeated price-related survey feedback, I personally reviewed the quotes and found the real problem. It wasn’t that the price was too high; the franchisee wasn’t explaining what was included.
Others need connection; we run eight team meetings a year where franchisees meet their peers, share challenges and celebrate wins. Many need training; not just the technical skills to clean or manage a job, but the business acumen to run a company: pricing, customer service, financial management, decision-making.
The franchise relationship isn’t transactional. It’s a partnership. People come for the brand, but they stay for the support.
When you equip owners to succeed and show you have genuinely got their back, retention stops being a problem, and starts being proof that you built something worth staying for.
Learn more at: jimscleaning.com.au
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